Miss. Suchita Belekar
Student, Department of Business Management,
Jhulelal Institute of Technology.
Dr. Surekha Jichkar
Assistant Professor, Department of Business Management,
Jhulelal Institute of Technology, Nagpur
This study emphasizes on understanding employee relations practices, its underlying factors, issues and its impact on employee performance in Gumgaonkhapa. A descriptive approach is adopted for this research in the beginning to describe the existing employee relations practices at Kavya Systems while at the later stage of study Causal approach was applied in order to link the employee relation factors to performance of employees. The study includes questionnaire based survey design to find out employee relations practices, its underlying factors, issues and its impact on employee performance in gumgaonkhapa.
‘Employee relations’ is a term that has become commonly used only in relatively recent years to indicate a particular area of subject matter. Prior to this it is likely that you would have found the term ‘industrial relations’ in more common use. The question of whether there are genuine differences attached to the meanings and uses of these two terms forms part of the discussion in this first module. Also we examine briefly the issues of the nature of the employment relationship, whether it is characterized by conflict or consensus, the significance of perspective and the relevance of expectations, interests and the notion of a psychological contract. You are also introduced to the questions of what constitutes good industrial or employee relations, what quality means, what it looks like and, perhaps even more relevant, whether we can actually measure it in any meaningful sense.
The relevance of perspective to that debate is also illustrated. Finally in this first module, we introduce the notion of an industrial relations system and its limitations as a theory of industrial relations, and, in this context, outline a framework that centers upon the employment relationship and also provides an explanation for the structure and contents of this book.
There are debates and differences of view as to the meaning of each of the two terms, employee and industrial relations. Some people argue that there are identifiable differences between them, that there are differences of a substantive nature sufficient to justify the use and maintenance of each term, while others argue that the concepts and phenomena described are to all intents and purposes interchangeable. Blyton and Turnbull (1994: 7–9) discuss this in explaining why they have chosen to use the term ‘employee’ as opposed to ‘industrial’. They begin by arguing that they see no hard and fast distinction between the two, the difference being in the tendency of each to focus the subject inside different boundaries, but in reviewing various contributions to the debate they do state some of the more common views.
THE REASONS FOR EMPLOYEE RELATIONSHIP
Disputes in employer-employee relations are clearly visible by frequent strikes, gheraos, lockouts and other forms of industrial disputes. Several economic, social, psychological, technological and political factors may be held responsible for poor employee relations.
CAUSES OF EMPLOYEE RRELATIONSHIP
- Economic Causes:
- Organizational Causes:
- Social Causes:
- Psychological Causes:
MEASURES FOR EMPLOYEE RELATIONSHIP
- Sound Human Resource Policies:
- Constructive Attitudes:
- Collective Bargaining:
- Participative Management:
- Responsible Unions
- Employee Welfare:
- Grievance Procedure:
STATEMENT OF THE PROBLEM
In recent times, while most workers are on job, they do not produce simply because of the un-healthy relationship they have with their fellow colleagues and employers. A recent study conducted by blyton( 2008) revealed that employees do not put up their best performances at workplace when they are un-happy with management government, or even their fellow colleagues. Bad employee relationship results in strike actions and lockouts. All these actions taken by employees to display their grievances only do the organization harm that good productivity will be reduced drastically.
By many accounts, employee relation today is in crisis. In academia, its traditional positions are threatened on one side by the dominance of mainstream economic and organizational behavior. And on the other by postmodernism. In policy – making circles, the industrial relation emphasis on institutional behavior and on the other by postmodernism. emphasis on the laissez faire promotion of free market.
OBJECTIVE OF THE STUDY
- To Study Impact of Employee Relationship on absenteeism.
- To Study Relation between Organization.
- Culture and Employee behavior.
SCOPE OF THE STUDY
The scope of the research of Employee Relations and it’s Effect on Employee Productivity will be limited to Imasion Software Solutions at the Moil limited, news pepars, The research will rely on the organization for vital information as well as information from secondary source. The Study will base on various employee relation practices.
- DATA COLLACTION
In order to do research successfully and fulfill the objectives of research I studied the Employee Relations at Imasion Software Solutions. I have done the research by interacting with the executive, managers of the HR Department and understood how the process is executed in the organization.After that, I designed a questionnaire which had various questions related to Employee Relations. The questionnaire was distributed to the employees and filled up by them.
- PRIMARY DATA
Standardized Questionnaire is used for data collection. A Questionnaire consists of a number of questions printed or typed in a definite order on a form or set of forms. The respondent has to answer the question on their own.
Apart from this observations and interview has also been used as a source for primary data collection
- SECONDARY DATA
Secondary data means data that are already available i.e. they refer to the data which have already been collected and analyzed by someone else. Secondary data may either be published data or unpublished. It is collected from:
LIMITATIONS OF THE STUDY
- The study confined to only a limited area.
- The researcher encountered a limitation in regards to availability of information.
Thus due to the organizations working ethics, the researcher could not get access to vital information since it was treated as confidential and the targeted respondent’s number was not attained since some employees were on leave and availability of time also became a limitation.
DATA ANALYSIS AND INTERPRETATION
1.Table showing the information regarding the Age of employees
From the above table, it is clear that 28% of the employees are belongs to age group of 82% to 114% employees are belongs to 258% employees are belongs to above 35 years.
1. Table showing the information regarding the gender of the employees
In the above table, it is clear that 86.93% of the employees are belongs to Male, 13.07% employees are belongs to Female.
3. Table showing the level of satisfaction with the working culture of the organization
As graph shows almost all the employees are satisfied with the working culture of the Organization. This says that the work culture of organization is good and satisfying according to employee’s opinion.
4. Are you satisfied with your relations with your co-workers
According to graph almost all the employees are satisfied with their relations with their coworkers. But there are very few employees who is not satisfied with the relations with their coworkers.
5. Do you get Support from manager/supervisor for your work
The interpretation from this graph is that the managers or supervisors of the organization are supportive for employees. But there is employees who are feeling neglected or not getting support from managers or supervisors of the organization.
6. To what extent do you agree with the following statement: I would recommend this company as a Great Place to Work
The interpretation from this graph is that almost all the employees are happy with the work culture of the organization and they recommend this organization as the great place to work.
7. Are you satisfied with your relation with your immediate supervisor’s
The interpretation from the graph is that the employee’s relation with their immediate supervisor is good. But there are some of employees who are not satisfied
EXPERIENCE OF EMPLOYEES
- It is observed that the employees are happy with the work culture of the organization. But some employees are facing problem in communication with managers or immediate supervisors.
- It is observed that some of employees are facing problems in balancing personal and professional life to some extent. This was affecting their productivity.
- There are some employees who are dissatisfied with the relationship with their managers or immediate supervisor. So the productivity of the employees getting affected.
- Attrition rate is on higher side when the IT industry is performing well overall.
- Employees are not clear about the vision of the organization and their role to achieve it.
SUGGESTIONS AND RECOMMENDATIONS
- The following suggestions are made to motivate the employees as well as boost the moral conditions of the employees for enhancing the work culture and better environments in order to minimize the absents & induce excellent working results.
- The company may consider creating recreation club within the premises with indoor game facilities, which may be used by the employees during the leisure time / lunch hour’s in order to freshening their mind-set.
- The company may consider arranging for picnic / sports events for the benefits of the employees as well as the families / children of the employees in a reasonable interval.
- Consider awarding or rewarding the best workers in an annual basis.
- Consider cash award or benefits for the employees who are punctual in their timings and the non-absentees, which may give a positive demonstrative effects among all the employees and specifically those who are irregular.
- Improve Communication: Sending out a memo or email to inform employees of important company information is inefficient and impersonal. Your employees are among the most important resources in your organization, so you should work to improve communication with the staff. Have regular company meetings to introduce important information to employees, and allow employees to ask questions as well.
- Career Development: To decrease employee turnover, the company needs to take an active role in staff career development. Encourage your managers to work closely with employees on improving staff skills and answering any questions. Use annual performance appraisals to set up a development plan for the coming year that will help employees reach their career goals. The company also should consider a tuition reimbursement program that will assist employees in furthering their education while working for the company. It creates a smarter workforce and increases employee morale.
- Share the Vision to make employees feel better about the company, it is important to share the company’s plans with the staff. Hold meetings to explain the company’s plans for growth and expansion, and get the entire staff to understand and take pride in the company’s future. Seek input from employees on ways to improve company productivity going forward, and reward employees who offer ideas that make company growth more efficient. The rewards can be cash or paid time off. When management makes the effort to keep employees updated on plans and incorporates employee suggestions to improve those plans, the staff feels more personally invested in the company’s success.
- Motivate: Employee of the Month programs are great, as are incentives and rewards. However, they are short term behavior changers, and you need to get the fundamentals right. Ensure that each staff member knows what their boundaries are, what success looks like and the expectations of both their immediate manager and the team as a whole. The absence of any clear guidelines or feedback can be detrimental to ensuring positive employee relations.
- Human Resource Management – C.B Gupta
- Research Methodology – C.R. Kothari
- Israelstam Ivan. “Absenteeism” In Labour Law for Managers, Johannesburg: Fleet Street Publications Pty Ltd, 2004: A01/ 001 – 017.
- 5.Levine, G. Absenteeism – causes and cures.